Liz Lee‐Kelley

2.0k total citations
35 papers, 1.3k citations indexed

About

Liz Lee‐Kelley is a scholar working on Organizational Behavior and Human Resource Management, Communication and Social Psychology. According to data from OpenAlex, Liz Lee‐Kelley has authored 35 papers receiving a total of 1.3k indexed citations (citations by other indexed papers that have themselves been cited), including 12 papers in Organizational Behavior and Human Resource Management, 11 papers in Communication and 10 papers in Social Psychology. Recurrent topics in Liz Lee‐Kelley's work include Team Dynamics and Performance (9 papers), Knowledge Management and Sharing (8 papers) and Innovation and Knowledge Management (7 papers). Liz Lee‐Kelley is often cited by papers focused on Team Dynamics and Performance (9 papers), Knowledge Management and Sharing (8 papers) and Innovation and Knowledge Management (7 papers). Liz Lee‐Kelley collaborates with scholars based in United Kingdom, Australia and Netherlands. Liz Lee‐Kelley's co-authors include David Gilbert, Neil Turner, Ailsa Kolsaker, Deborah Blackman, Elmar Kutsch, Alf Crossman, Joana Geraldi, Peter Kangis, Jo‐Anne Baird and Harvey Maylor and has published in prestigious journals such as International Journal of Project Management, Management Decision and Industrial Management & Data Systems.

In The Last Decade

Liz Lee‐Kelley

32 papers receiving 1.1k citations

Peers — A (Enhanced Table)

Peers by citation overlap · career bar shows stage (early→late) cites · hero ref

Name	h						Papers	Cites
Liz Lee‐Kelley United Kingdom	19	347	308	306	260	251	35	1.3k
Muammer Ozer Hong Kong	22	484 1.4×	272 0.9×	224 0.7×	160 0.6×	181 0.7×	51	1.2k
Shikhar Sarin United States	17	731 2.1×	434 1.4×	241 0.8×	184 0.7×	234 0.9×	32	1.5k
Ramiro Montealegre United States	15	521 1.5×	253 0.8×	177 0.6×	188 0.7×	411 1.6×	38	1.7k
Hemant C. Sashittal United States	18	440 1.3×	258 0.8×	137 0.4×	188 0.7×	252 1.0×	37	1.1k
Marcie J. Tyre United States	9	855 2.5×	271 0.9×	276 0.9×	325 1.3×	376 1.5×	16	1.7k
Roxanne Zolin Australia	16	362 1.0×	369 1.2×	395 1.3×	148 0.6×	233 0.9×	53	1.3k
Avan R. Jassawalla United States	16	573 1.7×	323 1.0×	171 0.6×	291 1.1×	192 0.8×	32	1.3k
James J. Hoffman United States	22	558 1.6×	575 1.9×	176 0.6×	172 0.7×	278 1.1×	76	1.8k
Chad Lin Australia	21	372 1.1×	165 0.5×	132 0.4×	156 0.6×	327 1.3×	67	1.5k
Badri Munir Sukoco Indonesia	19	342 1.0×	331 1.1×	98 0.3×	361 1.4×	371 1.5×	70	1.4k

Countries citing papers authored by Liz Lee‐Kelley

Since Specialization

Citations

This map shows the geographic impact of Liz Lee‐Kelley's research. It shows the number of citations coming from papers published by authors working in each country. You can also color the map by specialization and compare the number of citations received by Liz Lee‐Kelley with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Liz Lee‐Kelley more than expected).

Fields of papers citing papers by Liz Lee‐Kelley

Since Specialization

Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Liz Lee‐Kelley. Nodes represent research fields, and links connect fields that are likely to share authors. Colored nodes show fields that tend to cite the papers produced by Liz Lee‐Kelley. The network helps show where Liz Lee‐Kelley may publish in the future.

Co-authorship network of co-authors of Liz Lee‐Kelley

This figure shows the co-authorship network connecting the top 25 collaborators of Liz Lee‐Kelley. A scholar is included among the top collaborators of Liz Lee‐Kelley based on the total number of citations received by their joint publications. Widths of edges represent the number of papers authors have co-authored together. Node borders signify the number of papers an author published with Liz Lee‐Kelley. Liz Lee‐Kelley is excluded from the visualization to improve readability, since they are connected to all nodes in the network.

All Works

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20 of 20 papers shown

Lee‐Kelley, Liz. (2019). Collaborative Action Research: A Dynamic Intervention Project to Create a Purposeful Virtual Community-of-Practice. 1 indexed citations

Lee‐Kelley, Liz, et al.. (2016). The Role of Extranets in Delivering Customer Service. Journal of Computer Information Systems. 44. 78–84.

Lee‐Kelley, Liz & Neil Turner. (2016). PMO managers' self-determined participation in a purposeful virtual community-of-practice. International Journal of Project Management. 35(1). 64–77. 21 indexed citations

Lee‐Kelley, Liz, Neil Turner, & John M. Ward. (2015). Intentionally Creating a Community of Practice to Connect Dispersed Technical Professionals. Research-Technology Management. 57(2). 44–52. 5 indexed citations

Blackman, Deborah & Liz Lee‐Kelley. (2012). Project Training Evaluation: Reshaping Boundary Objects and Assumptions. SSRN Electronic Journal. 3 indexed citations

Turner, Neil & Liz Lee‐Kelley. (2012). Unpacking the theory on ambidexterity: An illustrative case on the managerial architectures, mechanisms and dynamics. Management Learning. 44(2). 179–196. 99 indexed citations

Lee‐Kelley, Liz & Deborah Blackman. (2011). Project training evaluation: Reshaping boundary objects and assumptions. International Journal of Project Management. 30(1). 73–82. 23 indexed citations

Kutsch, Elmar, et al.. (2009). The (non-)adoption of risk management processes in projects. UCL Discovery (University College London). 1 indexed citations

Geraldi, Joana, Liz Lee‐Kelley, & Elmar Kutsch. (2009). The Titanic sunk, so what? Project manager response to unexpected events. International Journal of Project Management. 28(6). 547–558. 105 indexed citations

10.

Kolsaker, Ailsa & Liz Lee‐Kelley. (2008). Citizens' attitudes towards e‐government and e‐governance: a UK study. International Journal of Public Sector Management. 21(7). 723–738. 119 indexed citations

11.

Lee‐Kelley, Liz. (2006). Locus of control and attitudes to working in virtual teams. International Journal of Project Management. 24(3). 234–243. 60 indexed citations

12.

Crossman, Alf & Liz Lee‐Kelley. (2004). Trust, commitment and team working: the paradox of virtual organizations. Global Networks. 4(4). 375–390. 55 indexed citations

13.

Lee‐Kelley, Liz, et al.. (2004). Virtual exhibitions: an exploratory study of Middle East exhibitors' dispositions. International Marketing Review. 21(6). 634–644. 18 indexed citations

14.

Lee‐Kelley, Liz, et al.. (2004). The reluctant Hong Kong consumer: purchasing travel online. International Journal of Consumer Studies. 28(3). 295–304. 16 indexed citations

15.

Lee‐Kelley, Liz, et al.. (2004). A social interaction approach to managing the “invisibles” of virtual teams. Industrial Management & Data Systems. 104(8). 650–657. 35 indexed citations

16.

Lee‐Kelley, Liz, et al.. (2003). Turner's five-functions of project-based management and situational leadership in IT services projects. International Journal of Project Management. 21(8). 583–591. 56 indexed citations

17.

Lee‐Kelley, Liz, et al.. (2003). E-Government and Social Exclusion. Journal of Electronic Commerce in Organizations. 1(4). 1–16. 12 indexed citations

18.

Lee‐Kelley, Liz, et al.. (2003). How e‐CRM can enhance customer loyalty. Marketing Intelligence & Planning. 21(4). 239–248. 150 indexed citations

19.

Lee‐Kelley, Liz, et al.. (2002). Breaking up is hard to do: the centrality of commitment in virtual organizations. Surrey Research Insight Open Access (The University of Surrey). 2 indexed citations

20.

Lee‐Kelley, Liz. (2002). Situational leadership. Journal of Management Development. 21(6). 461–476. 36 indexed citations

Rankless uses publication and citation data sourced from OpenAlex, an open and comprehensive bibliographic database. While OpenAlex provides broad and valuable coverage of the global research landscape, it—like all bibliographic datasets—has inherent limitations. These include incomplete records, variations in author disambiguation, differences in journal indexing, and delays in data updates. As a result, some metrics and network relationships displayed in Rankless may not fully capture the entirety of a scholar's output or impact.

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